3-Training Design, Development & Implementation.pdf

Training and Development
instructor’s Manual
Training Design, Development
and Implementation
By Myrna L. Gusdorf, MBA, SPHR

Project Team
Author: Myrna L. Gusdorf, MBA, SPHR
SHRM project contributor: Bill Schaefer, SPHR
Nancy A. Woolever, SPHR
External contributors:
Lisa Ncube, Ph.D.
Sharon H. Leonard
Copy editing: Katya Scanlan, copy editor
Design: Blair Wright, senior graphic designer
© 2009 Society for Human Resource Management. Myrna L. Gusdorf, MBA, SPHR
Note to HR faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at
universities. Teaching notes are included with each. While our current intent is to make the materials available
without charge, we reserve the right to impose charges should we deem it necessary to support the program. However,
currently, these resources are available free of charge to all. Please duplicate only the number of copies needed,
one for each student in the class.
For more information, please contact:
SHRM Academic Initiatives
1800 Duke Street, Alexandria, VA 22314, USA
Phone: +1-800-283-7476 Fax: +1-703-535-6432
Web: www.shrm.org/education/hreducation
09-0171

© 2009 Society for Human Resource Management. Myrna L. Gusdorf, MBA, SPHR 1
Introduction
About This Learning Module
This learning module is intended to teach HR students the skills necessary to design,
develop and implement a training program. This is a full-term module comprised of
10 units. It is anticipated that one unit is completed each week in two class periods,
with class periods ranging from 50 to 90 minutes each.
The module is segmented into five parts. Part one, Introduction to Training and
Development, is completed in the first class period. Part two, Understanding the
Organization, begins at the second class period of the first week and runs through
the completion of unit two. Part three, Training Design and the Learner, is the
longest segment, starting at unit three and running through unit seven. Units
eight and nine comprise the segment on Conducting the Training and the last unit,
number 10, concludes the module with Evaluation and Return on Investment. The
basic structure of the class follows the ADDIE method of instructional design.
Audience
This learning module is appropriate for undergraduate students.
Module Learning Objectives
Students will learn to:
Analyze an organization by conducting a SWOT analysis.
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Conduct a needs assessment to determine the training needs of the organization.
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Use the ADDIE method of instructional design to design training that meets the
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organization’s strategic goals.
Develop learning activities that incorporate adult learning principles and methods
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of experiential learning.
Develop a training budget.
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Conduct a training program.
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2 © 2009 Society for Human Resource Management. Myrna L. Gusdorf, MBA, SPHR
Evaluate the training program in light of the training objectives established in the
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needs assessment process and the strategic goals of the organization.
Analyze the organization’s return on investment for the completed training
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program.
Required Texts
Noe, R. (2008). Employee training and development. New York: McGraw-Hill, Irwin.
Silberman, M. (2006). Active training: A handbook of techniques, designs, case
examples, and tips. San Francisco: Pfeiffer/John Wiley Sons, Inc.
PowerPoint Slides
PowerPoint slides for the 10 units of the learning module are included with
comments for the instructor.
Student Project
Instructions are included for a student team project. The project is designed to be
completed by a team of three to four students, but if the class is small and time
allows, it could be done as an individual student project. The project requires
students to select an organization, then design, develop and implement a training
program for that organization. Students will submit periodic written assignments
based on the development of their project and present their training project to the
class. Each unit includes instructions for the corresponding segment of the project.
In addition, there is a “Team Training Project” handout for students, with project
instructions included. It is suggested that students be allowed as much class time as
possible to work with their teams, but the instructor must remind students that they
should expect to meet regularly with their teams outside of class since it is unlikely
they will be able to complete the project without additional meetings outside of class
time.

Part I: Introduction to Training
Unit 1: Introduction to the Class and Overview of Training and Development
In the first class, the instructor should introduce students to the course and outline
expectations regarding attendance, assignments, academic integrity, etc. The first
unit introduces basic information regarding training and development (TD) and
discusses how TD has changed since businesses began to recognize the value of
human capital and started placing more emphasis on employee training. Students
should be introduced to the group process model because they will be assigned to
a group project for the duration of the class. By the end of this first unit, students
should have established their teams and identified the organizations they will use for
their training project.
Unit 1: Learning Objectives
By the end of Unit 1, students will:
Distinguish the difference between training and development.
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Summarize factors that have changed the emphasis of training in organizations.
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Actively participate in a team project.
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Identify an organization for application of their team project.
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Unit 1: Content Outline
I. Introduction to the course:
Course objectives.
a.
Parameters and expectations.
b.
II. The training and development process:
ADDIE model.
a.
III. Group development:
Group formation.
a.
Group roles.
b.
IV. What gives value to an organization:
Financial assets.
a.
Physical assets.
b.
Human capital.
c.

V. Traditional training vs. contemporary training.
VI. Team project:
Establish team.
a.
Select a business organization for team project.
b.
Unit 1: Assigned Reading
Noe: Chapter 1.
Silberman: Introduction.
Unit 1: Student Project
In this class, students will work with a group of three to four students to develop
and present a training module to the class. Groups will be formed during the first
week of class, and the first assignment is to select an organization for the project.
Students should assume that they are independent training consultants and that the
organization has contacted them to conduct an assessment of training needs and to
design and provide the necessary training to its employees. By the end of the first
week, students should submit the names of their team members and the name of
their selected organization.
Web sites with information on group formation and group process:
George Mason University, www.gmu.edu/student/csl/leadership/5stages.html
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Chimaera Consulting, www.chimaeraconsulting.com/tuckman.htm
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Part II: Understanding the Organization
Unit 2: Training and the Organization’s Strategic Plan
Effective training is not an isolated event in an organization. Training must be
strategic in that it is designed to improve the knowledge, skills and abilities of
employees to help them achieve the organization’s strategic plan. Therefore, effective
training cannot be designed until we first understand the organization. This is
done by conducting a SWOT analysis to determine the strengths, weaknesses,
opportunities and threats to the organization. With this information and an
understanding of the organization’s vision, effective training creates a competitive
advantage for the organization. After completing the SWOT analysis, a training
needs assessment is conducted to identify the gaps between the employees’ actual
performance and desired performance. Careful analysis of performance gaps
determines what training needs to be done or if there is a need for training at all. In
some cases, the performance gaps are not related to training deficiencies and other
interventions may be needed.
Explain the various elements of a strategic plan.
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Describe how the organization’s strategic plan should influence training.
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Conduct a SWOT analysis.
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Explain the training needs created by business strategies.
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Distinguish between needs assessment and needs analysis.
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Identify the purposes of needs assessment and needs analysis.
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Identify data collection methods.
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Conduct a needs assessment.
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Determine from assessment whether training is the best solution to the problem.
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I. Strategic planning:
Mission, vision and values.
a.
Action plans and evaluation.
b.

II. Linking training to the strategic plan:
Training as a competitive advantage.
a.
III. Why the emphasis on training:
Support business goals.
a.
Unpredictable business environment.
b.
IV. Knowledge transfer:
Explicit knowledge = formal training.
a.
Tacit knowledge = informal training.
b.
V. Understanding the organization/SWOT analysis.
VI. Instructional design:
The ADDIE model.
a.
VII. Needs assessment and needs analysis.
VIII. Pre-assessment activities:
Triggering event.
a.
Goals of the needs assessment.
b.
Participants in the needs assessment.
c.
IX. Methods of needs assessment.
X. Needs assessment process:
Organizational analysis.
a.
Person analysis.
b.
Task analysis.
c.
XI. Needs analysis: gap analysis.
XII. Determining whether training is the best solution:
Skill or knowledge deficiency.
a.
Issues not solved by training.
b.
XIII. Team project.
Noe: Chapter 2.
Silberman: Chapter 1.

Instructions to the students: Identify the mission, vision and values of your
organization. Conduct a SWOT analysis of the business. Discuss the strengths,
weaknesses, opportunities and threats to this organization. What is the
organization’s vision? Where does the organization want to be in three to five years?
What does this say about the training that may be necessary for its employees? As a
training consultant, what training would you suggest that reflects the organization’s
strategic plan? Submit your SWOT analysis paper as indicated by your instructor.
Web sites with information and diagrams on SWOT analysis:
Planware, www.planware.org/strategicplanner.htm
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Mplans.com, www.mplans.com/cm/print.cfm?i=148
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Unit 3: Adult Learning Principles and Implications for Training
Educators have understood pedagogy, the process of helping children learn, for a
long time. It wasn’t until 1970, however, when Malcolm Knowles coined the word
andragogy to describe how adults learn, that we really started to think about how
adult learning differs from the way children learn. Adults bring specific characteristics
to the learning environment. They have life experiences that they want incorporated
into their learning. They are motivated to learn when they have a problem to solve.
Therefore, they are more interested in the specifics of a topic than in its generalities.
For adults, being a learner is often not their primary role; it is secondary to their other
life obligations. Combine these adult learner characteristics with their various learning
styles, add a sprinkling of learning theories, and the result is a complicated mix that
trainers must consider for the training to be well received and meet the needs of the
adult audience.
Define andragogy.
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Define learning as a change in behavior or cognitive process.
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Describe characteristics of adult learners.
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Describe principles of adult learning.
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Apply principles of adult learning to training.
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Incorporate learning styles into training activities.
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I. Andragogy.
II. Adult learning theory.
III. Characteristics of adult learners.
IV. Learning outcomes:
Verbal information.
a.
Intellectual skills.
b.
Motor skills.
c.
Part III: Training Design and the Learner

Attitudes.
d.
Cognitive strategy.
e.
V. Learning cycle:
Concrete experience.
a.
Reflective observation.
b.
Abstract conceptualization.
c.
Active experimentation.
d.
VI. Learning styles (Kolb):
Diverger.
a.
Assimilator.
b.
Converger.
c.
Accommodator.
d.
VII. The learning process.
VIII. Learning theories:
Reinforcement.
a.
Social learning.
b.
Goal theories.
c.
Need theory.
d.
Expectancy.
e.
Information processing.
f.
IX. Applying learning theory to training.
Noe: Chapter 4.
Instructions to students: Design the necessary needs assessment instruments for your
organization. Conduct the needs assessment and analyze the results. What training
needs have you identified? Who is the training audience? Are there other issues
identified that are not training issues? What would you suggest to the organization
regarding the non-training issues? Submit your needs assessment instruments and
analyses as directed by your instructor.
Suggested additional student reading:
Miller, J. A., Osinski, D. M. (1996, 2002).
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White Paper]. Retrieved from www.shrm.org/Research/Articles/Articles/Pages
/CMS_000445.aspx

Web sites with information on learning styles:
BusinessBalls.com, www.businessballs.com/kolblearningstyles.htm
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Indiana University of Pennsylvania, www.coe.iup.edu/rjl/instruction/cm150
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/selfinterpretation/kolb.htm
Web sites with information on adult learning principles:
Calliope Learning, www.calliopelearning.com/resources/papers/adult.html
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New Horizons for Learning, www.newhorizons.org/lifelong/workplace
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/billington.htm
Unit 4: Training Objectives and the Training Budget
If training is to add value to the organization, effective learning objectives must
reflect the organization’s strategic focus. From these objectives, specific learning
goals are established that define the actions that must take place within the three
learning domains for learning to be accomplished. Training goals give us direction
for training content and establish the parameters for how to assess accomplishments.
They become the overarching roadmap for the training project.
Distinguish goals from objectives.
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Write SMART goals for training.
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Align training objectives to meet the needs of the learners.
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Write training objectives that align with the organization’s strategic plan.
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Describe the link between training and learning domains.
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I. Setting training goals and objectives.
II. The learning process.
III. Learning domains:
Cognitive.
a.
Psychomotor.
b.
Affective.
c.

IV. Bloom’s taxonomy and the three learning domains:
Knowledge.
a.
Comprehension.
b.
Application.
c.
Analysis.
d.
Evaluation.
e.
Create/invent.
f.
V. Writing SMART objectives.
VI. Goals and objectives that apply to learning domains.
VII. Establishing the training budget:
Fixed costs.
a.
Variable costs.
b.
Direct costs.
c.
Indirect costs.
d.
VIII. FLSA: Are employees paid for training time?
IX. Training costs.
X. Student project: Prepare a training budget.
Noe: Chapter 4.
Silberman: Chapters 2 and 7.
Instructions to students: Write SMART objectives for your training. Ensure your
objectives reflect the strategic focus of your organization. Write learning goals that
encompass all three learning domains. Prepare a budget for your training program.
Submit your training objectives and your proposed budgets as directed by your
instructor.
Web sites with information on learning domains and writing objectives:
Don Clark, www.nwlink.com/~donclark/hrd/bloom.html
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College of the Sequoias, www.cos.edu/view_page.asp?nodeid=3870parentid=38
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67moduleid=1
A simple budget template can be found on the Microsoft web site at
http://office.microsoft.com/en-us/templates/TC011443541033.aspx

Unit 5: Developing the Training Program
Training design begins with the decisions made in the needs analysis process and ends
with a model for the training program. Using learning objectives as a guide, trainers
must determine what content to include in the curriculum, how detailed the content
should be and how it is to be presented. From these decisions, a lesson plan is created
and training materials are developed. Appropriate training materials must address
various learning styles and incorporate student assessment in the learning process.
Develop training content following instructional system design.
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Develop training content to accomplish the learning objectives.
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Scope and sequence content according to the objectives.
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Describe various logical sequencing techniques.
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Develop a lesson plan.
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Create appropriate visual aids for presentations.
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I. Program design:
Course parameters.
a.
Course objectives.
b.
Detailed lesson plan.
c.
Evaluation.
d.
II. Content derivation:
Relationship between objectives, content and evaluation.
a.
III. Evaluation of student learning:
Criterion-referenced test.
a.
Performance test.
b.
Attitude survey.
c.
IV. Scope of content: How extensive is the content?
V. Sequence: How should the content be presented?
VI. Writing the lesson plan:
Lesson plan overview.
a.
Detailed lesson plan.
b.

VII. Effective visual aids.
VIII. Student handouts.
IX. Creating PowerPoint slides:
Structure.
a.
Font.
b.
Color.
c.
Images.
d.
Citing references.
e.
Animation.
f.
Timing of presentation.
g.
Using illustrations.
h.
X. Reference citations.
XI. Team project: Developing training content.
Noe: Chapter 4.
Silberman: Chapters 8 and 9.
Instructions to students: Using information derived in the needs analysis, identify
and develop the content for your training program. What will you include? As you
develop content, consider how you will evaluate student learning. What training
methods will you use? How are the training methods you chose related to the needs
of the learners? Submit your discussions of training methods and content outlines as
directed by your instructor.
Unit 6: Training Methods, Experiential Learning and Technology in Training
Continuing content development from the previous unit, trainers must determine
the best method of presenting the training to the learners. Trainers have typically
used traditional training methods, which include lecture presentation, on-the-
job training and group activities. However, as employers look to maximize their
training dollars, many are moving away from traditional training and incorporating
e-learning into their training environment. This can be done by using computer-
based training modules, virtual classrooms, message boards, etc. Training may be
entirely computer-based with 24/7 availability, or it may be a blended environment
that incorporates the traditional classroom experience with part of the training
presented online. When deciding what approach to use, the trainer must consider
the nature of the training content, the needs of the learners and the technology
available. As with any training program, for online learning to be successful, it must

be supported by management, and management must be willing to provide the
technical resources necessary for successful implementation.
Describe the experiential learning cycle.
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Apply the experiential learning cycle in an activity.
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Apply learning criteria in choosing teaching methods and activities.
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Identify and use elements of effective e-learning.
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Choose appropriate methods and activities for training.
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I. Training methods:
Traditional training.
a.
Technology-based training.
b.
Blended learning.
c.
II. Training methods:
Presentation methods.
a.
Hands-on learning.
b.
Group building methods.
c.
III. Experiential training/experiential learning cycle (Kolb):
Concrete experience.
a.
Observation and reflection.
b.
Forming abstract concepts.
c.
Testing in new situations.
d.
IV. The Cone of Learning (Dale).
V. Advantages and disadvantages of training methods.
VI. Determining the best method of training.
VII. Using e-learning:
Organization benefits.
a.
Learner benefits.
b.
Asynchronous.
c.
Synchronous.
d.
VIII. Levels of technology-based training.

IX. Effective e-learning.
X. Selecting the appropriate training design:
Traditional classroom.
a.
E-learning.
b.
Blended learning.
c.
Noe: Chapters 7 and 8.
Silberman: Chapters 4, 5, 6 and 10.
Instructions to students: Write a detailed lesson plan incorporating experiential
learning methods.
For more information on training plans, see:
Free Management Library, www.managementhelp.org/trng_dev/gen_plan.htm
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For more information on experiential learning, see:
Atherton, J. S. (2005).
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September 10, 2008, from www.learningandteaching.info/learning
/experience.htm
Unit 7: Transfer of Training: SHRM Module by Hutchins and Burke
Unit 7 uses the SHRM learning module Transfer of Training by Holly Hutchins,
Ph.D., and Lisa A. Burke, Ph.D., SPHR. To access this module, go to
www.shrm.org/education/hreducation/pages/cases.aspx. Scroll down the
page and click on “Transfer of Training.”
Training transfer means that learners are able to transfer the knowledge and skills
learned in a training session back to their jobs. The importance of training transfer
cannot be overemphasized; organizations spend billions of dollars each year on
training, yet only a fraction of that investment results in improved performance,
particularly if training transfer is not supported by the employer. Effective training
design incorporates learning goals and adult learning principles that enhance
successful transfer, ultimately leading to improved individual and organizational
performance.
• Define transfer of training and the primary theories of transfer.
• Discuss the role and importance of transfer in evaluating training outcomes.

• Discuss three factors that affect transfer and learner performance.
• Discuss how transfer can be supported before, during and after training.
• Identify key stakeholders to support transfer strategies.
I. Key terms and definitions.
II. Transfer-of-training theories:
Identical elements theory.
a.
Stimulus generalization theory.
b.
Cognitive theory.
c.
III. Training evaluation process (Kirkpatrick):
Reaction.
a.
Learning.
b.
Transfer.
c.
Results.
d.
IV. Class 1 activity and summary.
V. Review and discussion.
VI. Training transfer model:
Learner characteristics.
a.
Training design.
b.
Work environment.
c.
VII. Support of transfer and transfer strategies.
VIII. Activity and summary.
IX. Stakeholder support of transfer.
X. Obstacles to transfer.
XI. Transfer matrix.
XII. Activity scenario.
XIII. Review and summary.

Noe: Chapter 5.
Suggested Additional Reading
Broad, M.L. (2005). Beyond transfer of training: Engaging systems to improve
performance. San Francisco: John Wiley Sons.
Instructions to students: Design training activities and visual aids for your
presentation. Ensure your training content incorporates methods that facilitate
transfer of training. Consider how you will measure transfer after the training is
concluded. Submit sample training activities and visual aids as instructed. Include
comments about how your planned instruction will accomplish transfer of training.
Web site with information on transfer of training:
Don Clark.com, www.nwlink.com/~donclark/hrd/learning/transfer.html
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Unit 8: Implementing Training and Presentation Skills
A great deal of preparation takes place long before the actual training begins.
Trainers must plan for the location of training, the room layout, audience needs,
handouts and presentation media, and myriad other details that must all be
arranged in advance. Of particular importance is the room selected for training. It
must be large enough to be comfortable for trainees and be arranged in a manner
that facilitates the type of training to be conducted. In addition to working out
the implementation details of training, the trainer must prepare and rehearse for
the presentation. Even the best possible training design can result in failure if not
properly implemented and skillfully presented.
Identify key tasks that are done to prepare for training.
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Determine appropriate room layout for training.
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Prepare a program outline.
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Create an effective PowerPoint presentation.
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Conduct an effective training presentation.
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I. Planning the training:
Audience.
a.
Space.
b.
II. Room layout:
Classroom.
a.
Conference.
b.
Horseshoe.
c.
Fan.
d.
III. Implementation.
IV. Selecting a trainer.
Part IV: Conducting the Training

V. Details.
VI. Effective presentation skills:
Audience.
a.
Prepare and practice.
b.
VII. Getting started.
VIII. Delivery:
Voice.
a.
Body language.
b.
Listening.
c.
Answering questions.
d.
Nerves.
e.
IX. Answering questions: Do’s and don’ts.
X. Closure:
Summary.
a.
Transfer of training.
b.
Assessment.
c.
XI. Team project: Lesson plan and presentation practice.
Silberman: Chapters 11, 12, 13, 14 and 15.
Instructions to students: Submit your completed lesson plans as directed by your
instructor. Practice for your presentation.
For tips and techniques for effective presentations, see:
www.presentationskills.info/presentationskills.htm
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Unit 9: Student Presentations
During Unit 9, students will be presenting their training projects to their classmates. In
addition to assessment by the instructor, it is suggested that the trainees (the classmates
in the audience) assess the trainers’ presentation. This will give students a greater variety
of feedback than just that from the instructor. It is also recommended that students
assess team members on their contribution to the group project. The appendix at the end
of this document includes presentation assessment instruments.

Unit 10: Evaluation and Return on Investment
Evaluation and analysis are the last step in the ADDIE training model. This gives
trainers an opportunity to go back to the beginning and assess the results of the
training cycle. Organizations invest millions of dollars in training programs, and
organizations want to see a positive return for the money spent. As a result, training
managers are increasingly being asked to justify their expenses and demonstrate
how training dollars increase the organization’s bottom line. The problem is that
some benefits derived from training can be intangible and difficult to quantify. How
do you measure and put a dollar value on increased morale or better teamwork?
Consequently, gathering and compiling the information needed for an accurate
benefit/cost analysis can be a complicated task.
Determine the benefits of a training program.
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Calculate benefit-cost ratio.
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Calculate return on investment (ROI).
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Identify when ROI evaluation is not appropriate.
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Use other methods to verify training value when ROI is not appropriate.
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I. Reluctance to evaluate.
II. Training evaluation:
Formative evaluation.
a.
Summative evaluation.
b.
Evaluation process.
c.
III. Kirkpatrick’s model of evaluation:
Level 1: Reaction.
a.
Level 2: Learning.
b.
Level 3: Behavior.
c.
Level 3: Results.
d.
Part V: Evaluation

IV. Benefit-cost ratio:
Calculation.
a.
V. Return on investment:
Calculation.
a.
VI. Determining training benefits:
Quantifiable.
a.
Intangible.
b.
VII. Programs best suited for ROI analysis.
VIII. When ROI isn’t appropriate.
IX. Link training to organization success.
X. Team project: Training evaluation and ROI.
Noe: Chapter 6.
Instructions to students: Design evaluation instruments using all four of
Kirkpatrick’s levels of evaluation. Write an evaluation of your training. This should
be a summary of results that you would present to the organization that hired you.
Did you meet the original learning objectives? Discuss how you will determine if
transfer of training is accomplished. Discuss ROI in terms of your training project.
How will you measure ROI? Was the training cost-effective for the organization?
Remember, if your training doesn’t generate measurable value to the organization,
management will be less supportive of training in the future and your career as a
training manager may be brief! Submit your training evaluation and ROI analysis to
your instructor as directed.
Web sites with more information on Kirkpatrick’s evaluation model:
Businessballs.com: www.businessballs.com/kirkpatricklearningevaluationmodel.
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htm
The University of Georgia: http://fsjones.myweb.uga.edu/evaluation/index.html
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Don Clark.com: www.nwlink.com/~donclark/hrd/sat6.html
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Unit 1
American Society for Training and Development: www.astd.org
Borchers, T. (1999). Small group communication: Roles in groups. Retrieved July 22,
2008, from www.abacon.com/commstudies/groups/roles.html.
Bureau of Labor Statistics: www.bls.gov
Chimaera Consulting Limited. (2001). Famous models: Stages of group development.
Retrieved, July 22, 2008, from www.chimaeraconsulting.com/tuckman.htm.
George Mason University. (n.d.). 5 stages of group development. Retrieved July 22,
2008, from www.gmu.edu/student/csl/leadership/5stages.html.
Housel, D. J. (2002). Team dynamics. Professional Development Series: South-
Western, Thomson Learning, Inc.
Learning moves up the ladder in HR value. (2007, March). HRFocus, 84, 3.
Noe, R. A. (2008). Employee training development, 4th ed. New York: McGraw-
Hill Irwin.
Porteus, A. (n.d.). Roles people play in groups. Retrieved July 22, 2008, from
www.stanford.edu/group/resed/resed/staffresources/RM/training
/grouproles.html.
examples and tips. San Francisco: Pfeiffer, John Wiley Sons, Inc.
United States General Accounting Office. (2004). Human capital: A guide for
assessing strategic training and development efforts in the federal government. GAO-
04-546G.
Unit 2
American Red Cross. (n.d.). Mission statement. Retrieved July 18, 2008, from
www.redcross.org.
Ben and Jerry’s, Inc. (n.d.). Mission statement. Retrieved July 18, 2008 from
www.benjerry.com/our_company/.
Camillus, J. C. (2008, May). Strategy as a wicked problem. Harvard Business Review,
44-54.
References for Training
and Development

Mitchell, K., Bain, J. (Fall 2000). Diagram of strategic planning process. COrE:
UC Berkeley.
MPlans.com. (2004). How to perform SWOT nalysis. Retrieved July 18, 2008, from
www.mplans.com/cm/print.cfm?i=148.
Hill Irwin.
Planware.org. (2008). Online strategic planner. Retrieved July 18, 2008, from
www.planware.org/strategicplanner.htm.
Society for Human Resource Management (2008). Module Three – Human
Resource Development. In SHRM Learning System.® Alexandria, VA. Author.
Unit 3
Ball, C. L. (1996). Demystifying adult literacy for volunteer tutors: A reference
handbook and resource guide. Retrieved July 29, 2008, from www.nald.ca/library
/learning/demyst/demyst.htm.
Chapman, A. (2005). Kolb learning styles. Retrieved July 29, 2008, from
www.businessballs.com/kolblearningstyles.htm.
Felder, R. (n.d.). Index of learning styles. Retrieved July 29, 2008, from
www.engr.ncsu.edu/learningstyles.
Houle, C. O. (1984). Patterns of learning. Jossey-Bass.
Knowles, M. S. (1970). The modern practice of adult education. New York:
Association Press.
Knowles, M. S., Holton, E. F. III, Swanson, R. A. (2005). The adult learner, 6th
ed. Elsevier, Inc.
Lim, L. (2003). Going cycling with learning styles. Retrieved July 29, 2008, from
www.cdtl.nus.edu.sg/success/s127.htm.
Hill Irwin.
Zanish, M.L. (1991). Learning styles / teaching styles: Kolb learning style inventory.
Retrieved July 29, 2008, from www.coe.iup.edu/rjl/instruction/cm150
/selfinterpretation/kolb.htm.

Unit 4
Affective domain diagram. Retrieved July 29, 2008, from http://access.nku.edu
/oca/SLO/graphics/bloomaff.gif.
Anderson, L. W., Krathwohl, D. R. (Eds.). (2001). A taxonomy for learning,
teaching and assessing: A revision of Bloom’s taxonomy of educational objectives:
Complete edition. New York: Longman.
Atherton, S. J. (2005). Learning and teaching: Bloom’s taxonomy. Retrieved July 29,
2008, from www.learningandteaching.info/learning/bloomtax.htm.
Bloom’s Taxonomy of Measurable Verbs. Retrieved March 6, 2009, from
www.cos.edu/view_page.asp?nodeid=3870parentid=3867moduleid=1
Clark, D. L. (2007). Learning domains or Bloom’s taxonomy – The three types of
learning. Retrieved August 3, 2008, from www.nwlink.com/~donclark/hrd
/bloom.html.
Cognitive domain diagram. Retrieved July 29, 2008, from
www.learningandteaching.info/learning/graphics/bloomcog.gif.
Learning domains. Retrieved July 29, 2008, from http://honolulu.hawaii.edu
/intranet/committees/FacDevCom/guidebk/teachtip/domains.htm.
Learning moves up the ladder in HR Value. (2007, March). HR Focus, 84, 3.
Measurable and observable terms to use for your learning outcomes based on Bloom’s
taxonomy. Retrieved July 30, 2008, from www.cos.edu/view_page.asp?nodeid=3870
parentid=3867moduleid=1.
Hill Irwin.
Overbaugh, R.C., Schultz, L. (n.d.). Bloom’s taxonomy. Retrieved July 29, 2008,
from www.odu.edu/educ/roverbau/Bloom/blooms_taxonomy.htm.
Society for Human Resource Management (2008). Module Three – Human
Resource Development. In SHRM Learning System.® Alexandria, VA. Author.
Training budget. Retrieved August 4, 2008, from http://office.microsoft.com
/en-us/templates/TC011443541033.aspx.
Writing learning objectives: Beginning with the end in mind. Retrieved July 29, 2008,
from www.oucom.ohiou.edu/fd/Writing%20Learning%20Objectives.pdf.
Unit 5
APA. (2007). APA style guide to electronic references. Retrieved August 7, 2008, from
www.apastyle.org/elecref.html.

Clark, D. R. (2008). Instructional system design. Retrieved August 21, 2008, from
www.nwlink.com/~donclark/hrd/sat6.html.
Color wheel. Retrieved August 6, 2008, from www.wiu.edu/users/sew100
/itt351Project/ColorWheel.html.
Microsoft Corporation. (2008). Choose the right colors for your PowerPoint
presentation. Retrieved August 6, 2008, from http://office.microsoft.com/en-us
/powerpoint/HA010120721033.aspx.
Microsoft Corporation. (2008). Create better meeting handouts. Retrieved August
21, 2008, from http://office.microsoft.com/en-us/help/HA012111521033.aspx.
Noe, R. A. (2008). Employee training development (4th ed). New York: McGraw-
Hill Irwin.
Terberg, J. (2005). Consistent color pallets in PowerPoint. Retrieved August 6, 2008,
from www.indezine.com/articles/colorpalette.html.
Writing Tutorial Services, Indiana University. (2004, November). Citing sources in
APA style. Retrieved August 7, 2008, from www.indiana.edu/~wts/pamphlets
/apa_style.shtml.
Unit 6
Anderson, H. M. (n.d.). Dale’s cone of experience. Retrieved August 20, 2008, from
www.johnwesley.edu/site/templates/CM311/Dales_Cone.pdf.
Anderson, J. (2007). Edgar Dale’s cone of experience. Retrieved August 20, 2008,
from http://ctl.mc.maricopa.edu/blogcast/?p=118.
Dale, E. (1969). Audiovisual methods in teaching (3rd edition). New York: The
Dryden Press; Holt, Rinehart and Winston.
Ford, M. (2004, May). What’s the big idea? Training, 41, 5, 50.
Freeman, L. (2008, April 15). Off-the-shelf learning. Personnel Today, 26-27.
Hall, B. (2008, July). E-learning for multiple generations. Chief Learning Officer.
Kolb, D. (1983). Experiential learning, experience as the source of learning and
development. Prentice Hall, New Jersey.
Learning Theories Knowledgebase. (2008). Experiential learning (Kolb). Retrieved
September 8, 2008, from www.learning-theories.com/experiential-learning-kolb.
html.
Hill Irwin.

Ward, J. L., Riley, M. (2008, August). E-learning: The cost-effective way to train
in tough economic times. Employee Benefit Plan Review.
Unit 7
(References are from the SHRM module, Transfer of Training, by Hutchins and
Burke)
Alliger, G. M., Tannenbaum, S. I., Bennett, W. Jr., Traver, H., Shotland, A.
(1997). A meta-analysis of the relations among training criteria. Personnel Psychology,
50, 341-358.
Baldwin, T. T., Ford, J. K. (1988). Transfer of training: A review and directions
for future research. Personnel Psychology, 41, 63-105.
BEST Learning Organizations. (2006, April). T+D, 60-77.
Broad, M. L. (2005). Beyond transfer of training: Engaging systems to improve
performance. San Francisco, CA: John Wiley Sons.
Broad, M. L., Newstrom, J. W. (1992). Transfer of training: Action-packed
strategies to ensure high payoff from training investments. New York, NY: Perseus
Publishing.
Burke, L. A., Hutchins, H. M. (2007). Training transfer: An integrative literature
review and implications for future research. Human Resource Development Review,
6(3), 263-296.
Chandler, P., Sweller, J. (1991). Cognitive load theory and the format of
instruction. Cognition and Instruction, 8, 293-332.
Colquitt, J. A., LePine, J. A., Noe, R. A. (2000). Toward an integrative theory of
training motivation: A meta-analytic path analysis of 20 years of research. Journal of
Applied Psychology, 85(5), 678-707.
Kirkpatrick, D. (1998). Evaluating training programs: The four levels. San Francisco,
CA: Berrett-Koehler Publishers.
Longnecker, C.O. (2004). Maximizing transfer of learning from management
education programs: Best practices for retention and application. Development and
Learning in Organizations, 18(4), 4-6.
Machin, M. A., Fogarty, G. J. (2004). Assessing the antecedents of transfer
intentions in a training context. International Journal of Training Development,
8(3), 222-236.
Noe, R .A. (2007). Training transfer. In R. Noe, Employee Training and
Development (4th ed.). Boston, MA: McGraw-Hill.

Saks, A. M., Belcourt, M. (2006). An investigation of training activities and
transfer of training in organizations. Human Resource Management, 45(4), 629-648.
Salas, E., Cannon-Bowers, J. A., Rhodenizer, L., Bowers, C. A. (1999). Training
in organizations: Myths, misconceptions, and mistaken assumptions. In G. Ferris
(Ed.) Research in Personnel and Human Resources Management (Vol. 17, pp. 123-
161). Greenwich, CT: JAI Press Inc.
Salopek, J. (2005). 29 organizations that leverage learning to achieve amazing
results. T+D, 26-69.
Solem, L., Pike, B. (1997). 50 creative training closers. San Francisco, CA: Jossey-
Bass.
Taylor, P. J., Russ-Eft, D. F., Chan, D. W. L. (2005). A meta-analytic review of
behavior modeling training. Journal of Applied Psychology, 90(4), 692-709.
van Merrienboer, J. J. G. (1997). Training complex cognitive skills: A four-component
instructional design model for technical training. Englewood Cliffs, NJ: Educational
Technology Publications.
Unit 8
Brethower, D., Smalley, K. (1998). Performance-based instruction: Linking
training to business results. San Francisco: Jossey-Bass/Pfeiffer.
Clark, D. R. (2007). Presentation skills. Retrieved August 20, 2008, from
www.nwlink.com/~donclark/leader/leadpres.html#prepare.
Dolaskinski, M. J. (2004). Training the trainer: Performance-based training for
today’s workplace. New Jersey: Prentice Hall.
Kirkpatrick, D. L. (1993). How to train and develop supervisors. New York:
AMACOM.
Lerner, K. (2004, February). You should never be satisfied with unexciting visuals.
Presentations, 18, 2, 24-25.
Hill Irwin.
Spence, B. (2007, Fall). Can we talk? Seven steps to effective public speaking. NAFE
Magazine, 24.
Wolf, R. (2001, September). Stay cool when things get hot: How to present and
communicate your ideas more effectively. National Public Accountant, 46, 7, 12.
Zigelstein, T. (2002, April). Developing effective presentation skills: Preparation is
the key to making your business report sing. CMA Management, 8.

Unit 9
Rubrics for evaluating student presentations:
Assessment by oral presentation. Retrieved on September 18, 2008, from
http://serc.carleton.edu/NAGTWorkshops/assess/oralpresentations.html.
Rubric for assessment of oral communication skills (for team presentations). Retrieved on
September 18, 2008, from www.cse.ohio-state.edu/~neelam/abet/DIRASSMNT
/oralTeamPresRubric.html.
Presentation rubric: Evaluating student presentations. Retrieved on September 18, 2008,
from www.ncsu.edu/midlink/rub.pres.html.
Unit 10
Business Performance. (2008). Why measure training effectiveness? Retrieved September
03, 2008, from www.businessperform.com/html/evaluating_training_effectiven.html.
Chapman, A. (2007). Kirkpatrick’s learning and training evaluation theory. Retrieved
September 18, 2008, from www.businessballs.com/kirkpatricklearningevaluationmodel.
htm.
Clark, D. R. (2008). Instructional system design. Retrieved September 18, 2008, from
www.nwlink.com/~donclark/hrd/sat6.html.
IOMA. (2003, June). 5 Creative Ways to Measure Training’s Return-On-Investment. In
IOMA’s Report on Managing Training Development, 03-06.
IOMA. (2005, February). How senior managers really want you to prove the value of
training. In IOMA’s Report on Managing Training Development, 02-05.
Kirkpatrick, D. L., Kirkpatrick, J. D. (2006). Evaluating training programs: The four
levels. Barrett-Koehler Publishers.
Kirkpatrick, D. L. (2001). Developing supervisors and team leaders. Boston: Butterworth-
Heinemann.
Kirkpatrick, D. L. (1993). How to train and develop supervisors. New York: AMACOM.
Kruse, K. (n.d.). Evaluating E-learning: Introduction to the Kirkpatrick model. Retrieved
September 18, 2008, from www.e-learningguru.com/articles/art2_8.htm.
Noe, R. A. (2008). Employee training development, 4th ed. New York: McGraw-Hill
Irwin.
Silberman, M. (2006). Active training: A handbook of techniques, designs, case examples and
tips. San Francisco: Pfeiffer, John Wiley Sons, Inc.
U.S. Bureau of Labor Statistics. (n.d.). Determining return on investment in training and
education. Retrieved September 02, 2008, from www.careertools.org/pdf/AdvancedROI.pdf.
U.S. Department of Labor. (2007). Anthony Forest Products saves over $1 million by
investing $50,000 in safety and health. Retrieved September 07, 2008, from www.osha.gov
/dcsp/success_stories/sharp/ss_anthonyforest.html.

Team Training Project
Unit 1: Introduction to Training
In this class you will be working with a group of three to four students to develop
and present a training module to your classmates. Groups will be formed within the
first week of class, and your first assignment will be to select a business organization
for your project. Assume that you are independent training consultants and the
organization contacted you to conduct an assessment of its training needs and to
design and provide the necessary training to its employees. Submit the names of your
team members and the name of your organization as indicated by your instructor.
Web sites with information on group formation and group process:
George Mason University: www.gmu.edu/student/csl/leadership/5stages.html
n
n
Chimaera Consulting: www.chimaeraconsulting.com/tuckman.htm
n
n
Unit 2: Understanding the Business Organization
Identify the mission, vision and values of your organization. Conduct a SWOT
analysis of the business. Discuss the strengths, weaknesses, opportunities and
threats to this organization. What is the vision of the organization? Where does the
organization want to be in three to five years? What does this say about the training
that may be necessary for its employees? As a training consultant, what training
would you suggest that reflects the organization’s strategic plan? Submit your SWOT
analysis paper as indicated by your instructor.
Web sites with information and diagrams on SWOT analysis:
Planware.org: www.planware.org/strategicplanner.htm
n
n
Mplans.com: www.mplans.com/cm/print.cfm?i=148
n
n
Unit 3: Adult Learning Principles and Implications for Training
Design the necessary needs assessment instruments for your organization. Conduct
the needs assessment and analyze the results. What training needs have you
identified? Who is the training audience? Are there other issues identified that are
not training issues? What would you recommend to the organization regarding
the non-training issues? Submit your needs assessment instruments and analysis as
directed by your instructor.

Suggested additional student reading:
Miller, J. A., Osinski, D.M. (1996, 2002).
n
n Training needs assessment [SHRM
White Paper]. Retrieved from www.shrm.org/Research/Articles/Articles
/Pages/CMS_000445.aspx
Web sites with information on learning styles:
BusinessBalls.com, www.businessballs.com/kolblearningstyles.htm
n
n
Indiana University of Pennsylvania, www.coe.iup.edu/rjl/instruction/cm150
n
n
/selfinterpretation/kolb.htm
Web sites with information on adult learning principles:
Calliope Learning, www.calliopelearning.com/resources/papers/adult.html
n
n
New Horizons for Learning, www.newhorizons.org/lifelong/workplace
n
n
/billington.htm
Unit 4: Training Design and Learning Domains
Write SMART objectives for your training. Make sure your objectives reflect
the strategic focus of the organization. Write learning goals that encompass all
three learning domains. Prepare a budget for the training program. Submit your
training objectives and proposed budget as directed by your instructor.
Web sites with information on learning domains and writing objectives:
Don Clark, www.nwlink.com/~donclark/hrd/bloom.html
n
n
College of the Sequoias, www.cos.edu/view_page.asp?nodeid=3870parentid=
n
n
3867moduleid=1
A simple budget template can be found on the Microsoft web site at http://office.
microsoft.com/en-us/templates/TC011443541033.aspx
Unit 5: Training Content/Scope and Sequence
Using information derived from the needs analysis, identify and develop the
content for your training program. What will you include? As you develop
content, consider how you will evaluate student learning. What training methods
will you use? How are the training methods related to the needs of the learners?
Submit your discussion of training methods and outline of content as directed by
your instructor.

Unit 6: Training Methods and Experiential Learning
Write a detailed lesson plan incorporating experiential learning methods.
For more information on training plans, see www.managementhelp.org/trng_dev
/gen_plan.htm.
For more information on experiential learning, see www.learningandteaching.info
/learning/experience.htm.
Unit 7: Transfer of Training
Design training activities and visual aids for your presentation. Ensure your training
content incorporates methods that facilitate transfer of training. Consider how to
measure transfer of training after the training is concluded. Submit sample training
activities and visual aids to your instructor. Include comments about how your
planned instruction will accomplish transfer of training.
For more information on transfer of training see www.nwlink.com/~donclark/hrd
/learning/transfer.html.
Unit 8: Presentation Skills
Submit your completed lesson plan to your instructor. Practice for your presentation.
For tips and techniques for effective presentations, see www.presentationskills.info
/presentationskills.htm.
Unit 9: Student Presentations
Unit 10: Training Evaluation and Return on Investment
Design evaluation instruments using all four of Kirkpatrick’s levels of evaluation.
Write an evaluation of your training. This should be a summary of results that
you would present to the organization that hired you. Did you accomplish the
original learning objectives? Discuss how you will determine if transfer of training
is successful. Discuss ROI in terms of your training project. How will you measure
ROI? Was the training cost-effective for the organization? Remember, if your
training doesn’t generate measurable value to the organization, management will be
less supportive of training in the future and your career as a training manager may be
brief! Submit your training evaluation and ROI analysis to your instructor.
Web sites with more information on Kirkpatrick’s evaluation model:
BusinessBalls.com: www.businessballs.com/kirkpatricklearningevaluationmodel.htm
n
n
University of Georgia: http://fsjones.myweb.uga.edu/evaluation/index.html
n
n
DonClark.com: www.nwlink.com/~donclark/hrd/sat6.html.
n
n
Note to instructor: Rubrics for this team training project begin on the next page.

Team Member: ___________________ Score: _______ Workload: _____________________
Did a full share of the work or more; knows what needs to be done and does it; volunteered to help others.
…
…………… 4
Did an equal share of the work; does work when asked; works hard most of the time.… …………………………………… 3
Did almost as much work as others; seldom asks for help.… …………………………………………………………………… 2
Did less work than others; doesn’t get caught up after absence; doesn’t ask for help.………………………………………… 1
Organization:
Took the initiative proposing meeting times and getting the group organized.… …………………………………………… 4
Worked agreeably with partners concerning times and places to meet.………………………………………………………… 3
Could be coaxed into meeting with other partners.…
…………………………………………………………………………… 2
Did not meet partners at agreed times and places.… …………………………………………………………………………… 1
Participation:
Provided many good ideas for the project; inspired others; clearly communicated ideas and suggestions.… ……………… 4
Participated in discussions, shared feelings and thoughts. ……………………………………………………………………… 3
Listened mainly; on some occasions made suggestions.… ……………………………………………………………………… 2
Seemed bored with conversations about the project; rarely spoke up; ideas were off the mark.……………………………… 1
Deadlines:
Work was ready on time or sometimes ahead of time.…………………………………………………………………………… 4
Work was ready very close to the agreed time.…………………………………………………………………………………… 3
Work was usually late but was completed in time to be graded.………………………………………………………………… 2
Some work never got completed and other partners completed the assignment.……………………………………………… 1
Meetings:
Showed up for meetings punctually, sometimes ahead of time.………………………………………………………………… 4
Showed up for meetings on time. ………………………………………………………………………………………………… 3
Showed up late, but it wasn’t a big problem for completing work.……………………………………………………………… 2
No-show or extremely late; feeble or no excuse offered.………………………………………………………………………… 1
Adapted from Frandsen, B. (2004). Participation rubric for group development. Retrieved March 6, 2009,
from www.niu.edu/assessment/Toolkit/vol7_ish2.pdf
Student Assessment of Team Members

Evaluation of Training Presentation
Group or Topic ______________________________________ Score _______
Organization
Extremely well organized; good introduction, logical sequence, ends with accurate conclusion.…………………………… 4
Generally well organized; some introduction, most information is logical, ends with summary of main points.… ……… 3
Somewhat organized; presenter jumps around topics; points are confusing; inadequate summary.………………………… 2
Poor organization; does not introduce purpose of presentation; choppy and disjointed; no summary.… ………………… 1
Content
Accurate and complete; includes application of theory; level of presentation is appropriate for audience.… ……………… 4
Concepts and theories are mostly complete and accurate; level of presentation is generally appropriate.…………………… 3
Explanations are inaccurate or incomplete; little or no tie to theory; too elementary or too sophisticated.………………… 2
Confusing explanations; no evident theory; presentation consistently too elementary or too sophisticated.… …………… 1
Creativity
Very original, clever and creative approach that captures audience’s attention.… …………………………………………… 4
Some originality apparent, good variety, clever at times.…
……………………………………………………………………… 3
Little or no variation, a few original touches, but mostly little originality or interpretation.………………………………… 2
Bland and predictable, lacked zip, repetitive with little or no variety.… ……………………………………………………… 1
Use of Media
Graphics reinforce presentation and maximize audience understanding; professionally prepared.… ……………………… 4
Graphics not as well connected to presentation as desired; some material is not supported by visuals.……………………… 3
Communication aids are poorly prepared or used inappropriately; too much information included.… …………………… 2
Superfluous graphics, no graphics or graphics that are poorly prepared and detract from presentation.… ………………… 1
Delivery
Poised, clear articulation, appropriate volume, professional demeanor, enthusiasm and confidence………………………… 4
Clear articulation, not as polished, slightly uncomfortable at times, most can hear presentation.…………………………… 3
Presenter is uncomfortable, audience has trouble hearing, little or no enthusiasm for the topic.… ………………………… 2
Presenter obviously anxious and cannot be heard or is monotone with little or no expression.……………………………… 1
Personal Appearance
Professional look; completely appropriate for the occasion and the audience.… ……………………………………………… 4
For the most part, appearance is appropriate for the occasion and the audience.……………………………………………… 3
Personal appearance is somewhat inappropriate for the occasion and the audience.… ……………………………………… 2
Personal appearance is unprofessional, inappropriate for the occasion and the audience.… ………………………………… 1

Audience Interaction
Encourages audience interaction, calls classmates by name, responds confidently and appropriately.… …………………… 4
Encourages audience interaction, responds appropriately but fails to elaborate.… …………………………………………… 3
Interacts with audience reluctantly, demonstrates some knowledge of simple questions.… ………………………………… 2
Avoids or discourages audience participation, responds inaccurately with incomplete knowledge of the topic.… ………… 1
Audience Response
Involved audience in the presentation; held audience’s attention throughout.………………………………………………… 4
Presented facts with interesting twists; held audience’s attention most of the time.… ……………………………………… 3
Presented some related facts but went off topic and lost the audience.………………………………………………………… 2
Presentation was difficult to follow; audience lost interest.……………………………………………………………………… 1
Time
Presentation was complete and stayed within time allowed.… ………………………………………………………………… 4
With minor adjustments, the presentation adhered closely to the allotted time.……………………………………………… 3
Presentation didn’t fit the time; content adjustments were awkward and didn’t help.………………………………………… 2
Presentation was simply too long or too short and nothing would have helped… …………………………………………… 1
Adapted from: Science Education Resource Center at Carleton College. (2007). Assessment by oral presentation. Retrieved
September 3, 2008, from http://serc.carleton.edu/NAGTWorkshops/assess/oralpresentations.html.

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